Commission on the Defence Forces Public Consultation Response Template

1. Capabilities

The motto/tagline that appears on many Defence Forces promotional publications says “Defend, Protect, Support”. Current capabilities make it difficult to do much of the three. A policy of Neutrality or non-alignment has been used for too long as an excuse to not equip the Defence Forces properly to carry out their primary role, instead of an impetus to spend appropriately to defend our neutral status. For too many years the Defence Forces have suffered from broken promises when it comes to capability. Cancelled orders for Ships, Armoured Vehicles and Aircraft throughout the history of the state. At the same time, the DF has prioritised it’s ATCP and ATCA role and by necessity equipped accordingly. The reverse should be the case. A properly equipped force will be able to carry out primary military roles at home and overseas and have surplus capacity to carry out ATCP and ATCA tasks. For example, Modular field hospital was deployed overseas, due to heavy use was uneconomical to return home at mission end. This was not replaced, and such an item (or several similar) would have been of huge benefit during the ongoing Covid-19 crisis. The state has relied on the Defence forces to assist in a wide range of civilian tasks, without investing sufficiently to permit the Defence Forces to carry out these tasks adequately, while still maintaining full capacity at its primary military role. Many of the tasks undertaken or even inappropriate for the defence forces. Equip the defence forces as a contingency, for a worst-case scenario, you may never use the equipment in its intended role, but you will be happy to have it when you need it the most. It is the state’s home insurance. The cheapest option may not always provide the best cover when needed the most. We are currently on basic level protection, with no contents cover, and a huge excess. During the early history of the state, 2 of the 3 arms were given titles to reflect their token nature within the early National Army. This must change. The Naval Service should be called the Navy, and the Air Corps should be called the , and both arms should be equipped accordingly. Both organisations stopped being Corps of the army in the mid- 1970s, when their respective commanding officers became OF-6 equivalent. All my proposals will require a significant initial expense, but it is only because of years of neglect, and successive reduction in the Defence Vote. We must return to the Primary DF mission, equip accordingly, the secondary roles can be fulfilled once equipped appropriately for the primary. With that in mind, priorities should be (based on WP) concentrating on the first two Defence Forces roles: • Military Defence of state from armed aggression. • Participate in Overseas Peace support/humanitarian aid missions.

• Army: Maintain an all arms Light infantry force, with combat support and combat service support, with enough armoured and soft skin vehicles for use at home and overseas. Presently home suffers due to overseas deployment. Not enough assets for all units to deploy if required. o Replace the mobile fire support that the Scorpion and Panhard AML90 used to provide. A huge defensive firepower gap now exists overseas, as we seek to protect civilians from armed factions equipped from large military super-powers. o Enough armoured vehicles for Infantry, Cavalry and Artillery needs. Provide some form of tracked vehicle in this role. Not everywhere has terrain suitable for wheeled vehicles, as we found out in recent UN missions in the African continent. o Provide modern point air defence artillery and mobile to enable events such as international summits to be secured from potential attack. 9/11 happened. The DF has not equipped to respond. We cannot presume our allies overseas will have the ability to do it for us there either. Combine this with anti-drone countermeasures. o Incorporate a cyber defence unit within CIS, to focus on protecting our electronic assets and to assist other agencies in combatting cyber-crime and protecting our electronic infrastructure. Much of these skills already exist amongst members of the Reserve Defence force, and recruitment of suitably skilled individuals should be encouraged, both within the Permanent and Reserve Defence Force, to permit rapid expansion at short notice when required. o Encourage use of reservists in logistics and combat support service units. Particular attention to expanding Engineer units, whose heavy plant machinery is priceless during natural disaster, at home or overseas. o The Specialised transport equipment normally required to transport larger tracked military vehicles, such as armoured recovery and heavy low loader, have a multitude of peacetime uses in an emergency. o Increase the use of military bridge laying equipment, such as Bailey, Medium girder and similar modular types. These can provide a lifeline to communities cut off by flood damage, as in Leenane Village, Co. Galway some years ago. o Where possible, all troops should be based in fit-for-purpose buildings, instead of relics from a colonial age, leftover from British Military expansion in Ireland during Victorian times. It is near impossible to operate effectively in a listed building. You cannot be an army and a museum curator at the same time. They should work in modern section rooms, with adequate electrical supply for the needs of a modern army. There should be appropriate accommodation for those who have to live in for training, or for operational reasons. Vehicles should be stored and maintained in modern garages, not former stables. We have had 100 years to modernise. All defence forces facilities should push to become self-sufficient for electrical supply, by use of renewable energy. Security of fuel supply is a

vital strategic requirement, in peacetime as well as during times of emergency. o Expand the ARW to promised levels, provide them with appropriate all terrain vehicles and other specialised equipment as required.

• Naval Service/Navy: As the state’s primary seagoing agency, the current NS fleet size is insufficient to patrol the area claimed by the state, let alone militarily defend against foreign belligerents operating there. As the primary seagoing state agency, it needs urgent overhaul and an increase to a 12-ship minimum. o The existing 6 OPVs provide a token naval warfare role, have no modern air defence or monitoring capability, cannot operate embarked aircraft. Are inappropriately armed for deployment overseas where they may be targeted by shore- based aggressors, have no means to monitor submarine activity. The ships are excessively armed for their peacetime fishery protection role, and the primary weapons are maintenance heavy. Similar vessels used by other nations carry remotely operated 30mm Autocannon instead. They should be modified accordingly when they are due mid-life refit. You don’t put a cannon on a mini and call it a . They are otherwise ideal for their current role at home. o The OPVs should be supported at home by 2 multi-role Inshore Patrol vessels, capable of operating within the sheltered inlets of the West coast, or the major port approaches on the East coast in the Irish sea (currently a border between the EU and a Non-EU state). o The MRV/EPV project to replace the HPV must conclude preferably with 2 vessels of type capable of deploying troops and vehicles overseas, either in peace support or humanitarian aid. As a direct replacement for Ireland’s first capable Naval vessel, being helicopter capable is vital on these ships, ideally large enough to accommodate any military helicopter currently in use. Adequate sensors, communications and weaponry to act alone in hostile waters. Sufficient internal capacity in lane metres to carry an embarked force, or just its heavy equipment overseas (instead of using civilian commercial carriers, as is currently the case). o must resume. Dedicated Naval capable of operating from suitably equipped ships away from their shore base, flown by Naval Pilots, with Naval aircrew. The NZ model is useful to follow here. The aircraft are “property of” the RNZAF, with a dedicated Naval squadron, manned by Naval personnel. o Undersea cables connecting Ireland and Europe with the American Continent are very exposed to being damaged or interfered with by those with ill intent. The NS should have Diving Support vessels capable of monitoring them, by use of active and ROV, with appropriate means to engage hostile actors if necessary. The decline of the offshore exploration industry provides an opportunity to procure purpose built 2nd hand vessels, which will come with an inbuilt Bollard Pull capability to act as an emergency towing vessel when needed. o The recent upsurge in the use of “narco-subs” has demonstrated how exposed our SW approaches are as a potential smuggling route for Narcotics, Weaponry and Human trafficking. The best solution to monitor such craft is a combination of Sea and Air. Future NS vessels must have embarked UAV or Helicopter capability, as a matter of course. Towed locating sonar of military standard, self-contained in TEU should be added to all OPVs to assist in detection of such craft.

o The NZ Navy is a good model for our future fleet needs. They have a similar population, political and environmental profile. In this regard they maintain 2 modern multi role in the fleet which have deployed on numerous missions overseas to protect the sea lanes of supply. 99% of freight is carried by sea. We sit on the edge of the main route for freight to Europe. We need adequately armed vessels equipped with modern sensors to prevent misuse of our EEZ by foreign military vessels, whose actions put commercial sea traffic at risk. Russian have recently exercised with Russian submarines within our EEZ. We were powerless to prevent it, let alone monitor it. Modern multi-role types such as the Sigma Corvette or the RN Type 31 modified for our needs, would provide an active deterrent. o More berthing space is required urgently in Haulbowline. Again, we are working with Victorian infrastructure, never intended for modern sized vessels. Move the private vessel berthage outside the basin. Refurbish the drydock, and put a roof on it, so most maintenance on naval vessels can be done sheltered from weather without need to leave the Naval Base. Single Accommodation ashore for those normally at sea should be provided as a matter of urgency. For a 2-year deployment on a ship, it makes no sense to expect staff to pay rent locally for a room they may sleep in for 2 weeks out of 5. o For many years, Naval vessels have gone on long missions overseas, purely to fly the flag on behalf of Irish Industry abroad. This practice should cease. It is inefficient use of a military asset, and a humiliating use of its trained naval crew, who act as waiters and waitresses for visiting guests. The only reason for Naval Overseas trips should be to participate in a Peace Support or Humanitarian mission, or to train with other Forces overseas, when the opportunity to fly the flag in foreign ports along the way could of course occur, but this should not be the purpose of the voyage. If there is a genuine need to send an Irish flagged ship overseas to act in such manner, then perhaps the replacement of the Sail Training Vessel Asgard II (With a modern Steel Hulled Brigantine or similar with capacity for at least 20 trainees) should be seriously considered. It would provide an excellent facility for civilian and military trainees in the maritime industry, if shared with NMCI and the BIM training centres.

• Air Corps/Air Force. Current fleet barely fit for purpose. Successive neglect means it is incapable of providing almost any defence from armed aggression, unless said aggressors were a small force without anti-aircraft weapons or air support, and we had forewarning from a friendly neighbouring nation. But it’s not just about the hypothetical invasion scenario. o We have no means to control our airspace. In recent years, foreign military aircraft have flown through Irish controlled airspace, transponders off, invisible to ATC. We are lucky that an arrangement exists where the RAF can send fast jet interceptors to monitor these aircraft but is overdue time for us to do it ourselves. In peacetime this type of aircraft capable of making visual contact with aircraft that has lost communication with ATC. . Start with military monitoring of primary radar (as done elsewhere in the world) and expand Irish Primary radar cover to include all irish controlled airspace. . Create a force of at least 16 fast jet interceptors of Saab Gripen or Dassault Rafale type. Greece recently ordered 16 of the latter for just under €3bn, including parts and training. It is an area neglected since the last days of WW2. . The longer we leave it the more expensive it becomes to get back. If not, then accept we are not neutral and Base foreign military aircraft in Ireland to patrol our skies, or have a shared squadron using neighbours aircraft crewed by a mix of Irish and neighbouring crew. We cannot wait until a Civil aircraft has to take emergency action because it got too close to a foreign military aircraft ATC couldn’t see. o Fixed Wing Military Transport is an equally neglected area. Again COVID- 19 has demonstrated that when airports are closed to civilian traffic, military transport aircraft are the only means to repatriate our citizens overseas, collect essential supplies, or deliver medical samples for testing. The new PC12 have demonstrated ably in their first year of service how vital such assets are. The decision not to buy a 5th aircraft when offered (ready for immediate delivery) was a huge mistake. In addition, we spend large sums annually transporting our troops overseas on civil charter aircraft. . A military passenger aircraft, B737 or A319 in size could do this, carry government delegations overseas, or carry essential freight to our deployed troops. Again, the PC12 has demonstrated its ability in this regard, repatriating troops from overseas observer missions. . A C130J type Tactical transport aircraft, in addition to the civil airliner based military transport above could provide emergency transport for humanitarian equipment and supplies anywhere in the country or overseas, with the ability to land on damaged or unprepared runways. We could buy our own, or tie into the Strategic Capability, where several EU states (NATO and Non-Aligned) share a heavy military transport fleet.

o Helicopters. We have the right types, but not nearly enough. We went from a mix of 15 of 3 types, to just 8 of 2 type. We have no naval capable helicopters, and none capable of carrying more than 8 fully equipped troops. Larger military helicopters come with a useful secondary humanitarian role. We have seen every winter how quickly weather events can make roads impassable, in the case of a security or humanitarian emergency during this time, you want as many large military helicopters as you can to assist in bringing the right people to the scene, and potential casualties from it. Being able to provide a Rotary wing SAR asset would be a huge advantage, but only if surplus aircraft are available and it does not impact on other military operations. To maintain one aircraft as an SAR asset, you need at least 3 of type to maintain 1 on station, while one is used for training, and 1 is undergoing scheduled maintenance. o Maritime Patrol. The only area currently appropriately equipped, but only just. 2 aircraft to patrol seas 5 times the size of the island of Ireland. We need more than the 2 replacements due, minimum double that to allow for maintenance, and we need something with longer range to remain on station at the western edges of our EEZ. o Baldonnell itself is a limiting factor, based on the East coast, surrounded by an expanding city, with no space to expand runways or hangarage to accommodate larger aircraft. It was after all built a century ago, when human flight was in its infancy. A small fleet means it is not practical to have 24 hr ATC, so a 24-hour service is not always available. Time to base certain Air Corps assets elsewhere. Shannon or Knock for example, where the facilities already exist. Our airspace extends 200 miles to the west of the island. Basing aircraft on the west coast would reduce their transit time to their area of operation. Retain Training and admin and Rotary wing at Casement Aerodrome for now but consider a phased move of all activity elsewhere. Otherwise double the current runway length to accommodate larger heavy aircraft, and actively oppose any further development outside the perimeter, that could impact on operations and aerodrome security. o When the time comes to upgrade the PC9M, upgrade them with a type that can do both ab-initio training and Lead-In-Fighter-Training (LIFT). Abandon the idea that the PC9M, with its small calibre machine gun and unguided rockets, is an asset capable of defending the state from belligerents. Like the Naval OPVs, you can’t put a gun on a mini and call it a tank. o Detach the GASU from the Air Corps. The Garda Siochana could operate these aircraft using qualified civilian pilots, as is the case in other jurisdictions. The Air Corps has no tactical or strategic benefit to having their aircraft operate from their base, using their pilots, with Garda crew aboard.

To equip the Defence Forces to carry out their primary military role, provides an automatic surplus capability for ATCP and ATCA duties.

2. Structures

• The Chief of staff needs to be the Account Holder for the Defence Vote, in the same way the Garda Commissioner is such for An Garda Siochana. Ideally DFCOS should be head of Department of Defence, answering directly to Minister, with Sec Gen dept answering to DFCOS in charge of all civilian administration. • Remove duplication of roles between DoD and DF. The DF is capable of handling its own procurement and recruitment. It does not need another level of administration working parallel to it within the DoD, particularly when the OPW and Pubic Appointments Commission already provides an additional recruitment and procurement admin structure. Existing civil service units should be merged and led by DF staff. • The DF COS should be a position that Rotates between the Army, Air Corps and Naval Service. For too long it (until the current holder of the post) was only open to Army Generals, and this brought a belief that DFHQ had no interest in matters of Sea or Sky. • Rebalance the manning ratio between the 3 arms of the Defence Forces. As an island it should be the case that the Navy and Air Force together should contain at least half the strength of the Defence Force, while the Army makes up the remainder • Change Defence Force regulations to permit removal of commissions from underperforming officers across the organisation, at all ranks. Over the years too many have cruised through a career, upsetting nobody by doing nothing until pension, causing serious damage to Morale along the way, and pushing better candidates for their appointment out. • The Organisational structure of the Army should reflect the actual position in real life. It should not be a “paper army” with individuals double and triple-jobbing. In this respect a return to the strength before the move to a 2 Brigade force is essential. o Ideally return to a 3 Brigade regional structure, split geographically (East/West/South). The 2 Brigade (North/South) option is too widely dispersed to be effective, without having an impractically large rotary wing fleet to move everyone about, paying no mind for the centres of population. It takes 2 and a half hours to drive from the largest Barracks in Munster(where the majority of specialist, armoured and heavy brigade vehicles are located) to the other end of the county it is located in, let alone the distance to drive to the end of its AO in Ireland. o There should be enough single accommodation for those who need it. As most barracks lie (currently) in the middle of the larger cities, the cost of rent can be excessive, forcing those in lower ranks to commute longer distances, putting themselves at risk of fatigue, and interfering with the work/life balance. o Married Quarters should be provided for DF members and their family who have been required to transfer for promotion or operational reasons. This was phased out in the 80s. A system similar to the scheme operated by AGS should be considered. Give people space to find their feet.

• The Organisational structure of the Navy/Naval Service should be such that permits frequent deployment overseas of individuals, or for training, without impacting on day to day operational duties. o We are currently in a situation where, during a staffing retention crisis, we have an administrative structure for an 8-ship navy trying to crew 9 ships, with enough actual staff to keep just 6 operational. This was flagged well in advance to government, nothing was done, and a minister was evasive on TV when asked about it. o The Dockyard facilities and staff should be sufficiently skilled and equipped to minimise the repair work required to go to civilian contractors. o Dept of Environment should complete clean-up of former Irish Steel site to permit full use by NS and DF. DF should not be landed with the clean-up of the footprint where the Furnace hall and rolling mills used to stand. They were not responsible for the hazardous materials that are found there, they should not be expected to dispose of same. • Air Corps administration should not get in the way of Military operations. Spending a considerable sum to train a military pilot or technician, only to have him grounded as he advances up the ladder due to his ever-increasing administrative burden is poor use of Resources. Many of the non-flying administrative roles could be carried out by Senior Non-Commissioned officers. o There are as many squadrons (if not more) than there are operational aircraft. Tip the balance the other way. o Deploy aircraft overseas as part of EU/UN supported operations as a matter of routine. For example, would come to good use in anti-piracy missions off the west African coast, or to support the operation in the Mediterranean to prevent human smuggling and trafficking by sea. Helicopters could be used as MEDEVAC in other missions, military or humanitarian, provided sufficient aircraft were already available at home, as mentioned earlier. • Regenerate the Reserve Defence Forces until its strength is equal to that of the Permanent Defence Forces. If we had the Reserve Defence strength that existed prior to the 2005 reorganisation, the state would have been able to call on up to 8000 additional personnel to assist in COVID-19 testing, and associated activities. The most recent reorganisation has failed, due to numerous barriers in place to hinder recruitment, whether actively or by omission. o Medical exams can only be carried out by DF doctors, who are already in short supply. Civilian GPs should be trusted to carry out approved medicals as they do for civilian employment. o These and fitness tests are usually held during the working week, when most potential recruits attend Full time education or are in Employment. Accept that potential recruits have full time employment or study during office hours and schedule accordingly. Existing reserve members are willing to assist in this matter outside normal hours. o Security clearance takes too long, for no obvious reason. o Once a potential recruit has cleared these barriers, he or she is faced with the knowledge that should the DF require their service, their peacetime job is unprotected. Include Employment protection in the terms of service, and

employers should be encouraged to retain RDF members by means of Employers PRSI relief or tax relief. o Restore gratuity for those who complete specific hours & full-time training as an incentive. • In its Internal security role, the Defence Forces does not act alone, it does so with the assistance of An Garda Siochana and other state agencies. MAOC-N provides, on the Western European seaboard, a joint task group to combat smuggling, where Police, Naval and customs forces from the nations on Europe’s frontier work together. o At home, A similar local organisation should be created, with all those responsible for the security of the state, to maintain a coordinated framework for emergency response when required. At present, while Gardai may have a certain security picture of a scenario on land, they do not have the means to develop the picture at sea, where both the Naval Service and the Revenue Commissioners maintain a presence. This unit would facilitate secure sharing of relevant information to other agencies.

3. Staffing .

The Current retention crisis in the Defence Forces has been well reported, but the current scale of wastage is unsustainable. When people are leaving a skilled middle rank position without having an alternative civilian job to go to, rather than remain in the Defence Forces, then it’s time to take a serious look at what is wrong. The answer is simple. Pay & Conditions of Employment. • Herzberg’s 2-factor theory is well demonstrated by the current situation. We currently have High Motivation but Low “Hygiene” factor. The Job is challenging and exciting, but work conditions are not up to standard. Maintaining modern equipment levels, overseas operational experience and a realistic Defence capability can go a long way to maintaining the High Motivation factor. The sight of ships tied up for lack of crew or aircraft denied permission to carry out missions because a civilian aircraft was already costed for the job will soon bring you to Low Motivation and Low hygiene factor, which will cause permanent, and possibly irredeemable damage to the organisation and its staff. • An entry level Civil servant earns the same pay as an entry level member of the defence Forces. One works a 37-hour week (35 hours before FEMPI) has Flexi time and flexi leave. Will not be moved to a new location at short notice. • The Defence Force member in addition to the normal working week will have to do frequent 24-hour duty, where they are not permitted to sleep. As there is nowhere for them on military property to sleep when they end their duty, they at great risk to themselves, must drive home. Because military barracks are for the most part located in City Centres where high rent is normal, their commute could be a considerable distance. This archaic duty must end. It is in breach of current Working Time directives. The extra pay received for this duty is worth no more than €1 per hour worked. He or she may end up working at the other end of the country at short notice for prolonged periods. • A job in the defence forces should be as attractive financially as one in the private sector. It should come with at least the same benefits and exceed the minimum wage. • If we continue to support a discrimination free Defence Force, we must begin by making the organisation family friendly. Female members must not miss out on career opportunities because they choose to have a family. Similar childcare facilities as provided in other state agencies should be provided. At the end of the day the DF is an employer of up to 9000 men and women, most normal duties are carried out during office hours, and there is no excuse for not assisting Defence Forces families in this regard. • All members of the Defence forces should be entitled to the same representation as any civilian worker, with restrictions appropriate to their unique role. With that in mind, existing representative associations should have the right to a place in negotiations on pay and conditions as a matter of urgency. Permit the Representative Associations to be recognised by and affiliated with the Irish Congress of Trade unions. While a standing pay commission is useful in the short term, ICTU affiliation would be far more appropriate in the long term.

4. Any other comments you may wish to make in relation to the Defence Forces having regard to the Commission’s Terms of Reference

The crux of all the proposals outlined so far comes down to one thing. The Defence Vote. The Defence Forces have consistently been one of the few votes to carry out their responsibilities to the state fully, returning a surplus to the exchequer. Every time they do, their budget is reduced again, and the same result is returned. The DF are being punished by the Dept of Finance for not exceeding its budget. This while having the lowest spend in the EU on defence. • Defence Spending should never fall below 1% of GDP, (currently 0.29%) Malta spends double that, the EU average is 1.2%, including other European Neutral states Sweden and Finland. If we increased to 1% of GDP (or GNI) based on 2019 figures this would provide the Defence vote with €3.45b(GDP) or €2.62b (GNI). • Consider the assistance a suitably equipped Defence force could provide in real time support for Irish overseas aid. The DF could provide actual logistical assistance overseas, and the value of assistance this could come from our overseas aid budget. • Any underspend on Defence should roll over to the following year, once all budgeted items for that year had been satisfactorily concluded. i.e. if there is an underspend because a contract was cancelled, that allotment should be added to the 1% of GDP spent on defence in the following year. • We have a strong economy, and the involvement of state-based companies in the Aircraft leasing and technology sector should act as an advantage to us when investing on major defence equipment, if offsets are included in tender negotiation. • It is welcome that a standing commission on Defence Forces pay is to be established. This will go a long way to deal with current retention issues. It can also only succeed however, with an expanded purse to work from.